Chapter Five : The Maintenance of

Human Resource
Introduction

 Thischapter includes the following

concepts
– Employee Safety and Health
– Employee Relations: complaint systems
and discipline
– Working Environment
5.1 Employee Safety and Health

 Safety: refers to protecting employees from

accidents by creating secured working
environment
 Health: refers to the employees freedom from
physical or emotional illness such as
– Stress
– Fatigue or frustration
– Alcoholism
– Carpal tuner syndrome
– Aids
Safety and Health Policy

 In the work place, to protect the employees from

accidence, illness, harassment, or other
emergencies, organizations or companies have
safety and health policies.
 The safety and health policy specifies which job
requires what kinds of clothes, shoes, materials,
equipments and others.
Safety and Health Policy

 Civil Service Agency has allowed government

organizations should have at least one
occupational health and safety officer.
 The occupational health and safety officer's
responsibility is
– To identify the risky areas,
– To identify the kind of equipment, materials, clothes
and shoes applicable to the different jobs
– To create conducive working environment
5.2 Employee Relation

 It is called Industrial Relation

 Employee Relation is the relationship between
employee and management.
Actors in the IR system:

 Three main parties are directly involved in industrial relations

A. Employers: Employers possess certain rights vis-à-vis labors. They
have the right to hire and fire them. Management can also affect
workers’ interests by exercising their right to relocate, close or merge
the factory or to introduce technological changes.
B. Employees/Trade Union: Workers seek to improve the terms and
conditions of their employment. They exchange views with
management and voice their grievances. They also want to share
decision making powers of management. Workers generally unite to
form unions against the management and get support from these
unions.
C. Government: The central and state government influences and
regulates industrial relations through laws, rules, agreements, awards
of court ad the like. It also includes third parties and labor and tribunal
courts.
Significance of healthy industrial relations :

 The healthy industrial relations are key to the progress

and success. ·
– Uninterrupted production – The most important benefit of
industrial relations is that this ensures continuity of production.
This means, continuous employment for all from manager to
workers. The resources are fully utilized, resulting in the
maximum possible production. There is uninterrupted flow of
income for all. Smooth running of an industry is of vital
importance for several other industries
– Disputes are reflections of the failure of basic human urges or
motivations to secure adequate satisfaction or expression which
are fully cured by good industrial relations. Strikes, lockouts, go-
slow tactics, and grievances are some of the reflections of
industrial unrest which do not spring up in an atmosphere of
industrial peace. It helps promoting co-operation and
increasing production.
Significance of healthy industrial relations :

 High morale – Good industrial relations improve the

morale of the employees. Employees work with great
zeal with the feeling in mind that the interest of
employer and employees is one and the same, i.e. to
increase production. Every worker feels that he is a co-
owner of the gains of industry. The employer in his turn
must realize that the gains of industry are not for him
along but they should be shared equally and
generously with his workers. In other words, complete
unity of thought and action is the main achievement of
industrial peace. It increases the place of workers in the
society and their ego is satisfied. It naturally affects
production because mighty co-operative efforts alone
can produce great results.
Significance of healthy industrial relations :

 Mental Revolution – The main object of industrial relation is a

complete mental revolution of workers and employees. The
industrial peace lies ultimately in a transformed outlook on the part
of both. It is the business of leadership in the ranks of workers,
employees and Government to work out a new relationship in
consonance with a spirit of true democracy. Both should think
themselves as partners of the industry and the role of workers in
such a partnership should be recognized. On the other hand,
workers must recognize employer’s authority. It will naturally have
impact on production because they recognize the interest of each
other.
 Reduced Wastage – Good industrial relations are maintained on
the basis of cooperation and recognition of each other. It will help
increase production. Wastages of man, material and machines are
reduced to the minimum and thus national interest is protected.
Significance of healthy industrial relations :

 To sum up, it is evident that good industrial relations is

the basis of higher production with minimum cost and
higher profits. It also results in increased efficiency of
workers. New and new projects may be introduced for
the welfare of the workers and to promote the morale of
the people at work. An economy organized for planned
production and distribution, aiming at the realization of
social justice and welfare of the massage can function
effectively only in an atmosphere of industrial peace.
Measures taken to have good IR

 Promoting honesty among individuals

 Frankness/Clear Misunderstandings
 Design Effective Communication
 Treat the employees with dignity and respect
 Helping employees in performing their duties
 Requesting instead of ordering
 Developing sensitivity to other’s feelings and
appreciate their ideas
Trade Union

 Trade union is an organization of workers whose

purpose is to protect and maintain the interests of union
members. As workers representative, trade unions "
provide workers with a 'collective voice' to make their
wishes known to management and thus bring actual and
desired conditions closer together (Armstrong, 1996).
This worker organization is established to bargain with
management about pay, working hours, conditions of
employment and to make joint decisions with
management on matters affecting their members' well
being.
 cont’d

 The following are broad objectives that characterize the

trade unions as a whole.
– To secure and, if possible, improve the living standards and
economic status of its members.
– To enhance and, if possible, guarantee individual security against
threats and contingencies that might result from market
fluctuations, technological change, or management decisions.
– To create mechanisms to guard against the use of arbitrary and
capricious policies and practices in the workplace (Mondy & Noe,
1990).
– To representation of employees when they have problems at work
– To have negotiation with management on behave of workers
– To have a voice in decision that affect employees
Why Employee Join Trade Union

 Greater bargaining power

 Minimize Discrimination
 Sense of Security
 Recognition and Participation
 Betterment of Relationships
 Compulsion and Coercion by others [fear of
social outcaste]
 Collective Bargaining/CB/

 It is the process of negotiation between employee and

employer on matters that affect employment to achieve
collective agreement.
 For the bargaining to take place, according to Beardwell
and Holden (1996) the following conditions must exist:
– Employees must be prepared to act collectively and recognize
their common interests.
– Management must recognize trade unions and their
representatives as legitimate bargaining agents for labor, trade
unions must be free to organize employee without pressure
from state or employer control.
Outcomes of Collective Bargaining

 Substantive agreements: they set out agreed terms

and conditions of employment covering pay and
working hours and other aspects such as holidays,
overtime regulations, flexibility arrangements and
allowance (Armstrong, 1996).
 Procedural agreements: which set out an agreed
course of action for various eventualities such as equal
opportunities, recruitment, redundancy, discipline etc.
(Howe, 1995)?
 Collective Bargaining Approach

 Distributive bargaining. [win-lose] One party will seek

to achieve gains at the expense of the other. The aim is
the division of a limited resource between groups both
of whom wish to maximize their share. The important
factor in this approach is the power each side has to
damage their opponent if they do not comply with their
demands. Thus the threatened use of sanctions, for
example, is strike and lock-out.
 Integrative bargaining. [Win-win situation] This
approach seeks mutual gains in areas of common
interest with a problem solving approach from the
parties involved.
Disputes

 Disputes are reflections of the failure of basic human

urges or motivations to secure adequate satisfaction or
expression which are fully cured by good industrial
relations. Strikes, lockouts, go-slow tactics, and
grievances are some of the reflections of industrial
unrest which do not spring up in an atmosphere of
industrial peace. It helps promoting co-operation and
increasing production.
 Impasse is a situation when neither management nor
employees agree on the matter. It can be solved by
either mediation or arbitration. If the two alternative fails,
employees have the right to strike and management has
the right to lockout.
Grievance

 Grievance is a formal dispute between an

employee and management on the condition of
employment.
 Grievance means any type of dissatisfaction or
discontentment arising out of factors related to
an employee’s job which he thinks are unfair. A
grievance arises when an employee feels that
something has happened or is happening to
him which he thinks is unfair, unjust or
inequitable.
Various sources of grievance

 Various sources of grievance may be

categorized under three heads: (i) management
policies, (ii) working conditions, and (iii)
personal factors
 Grievance resulting from management
policies include: Wage rates , Leave policy,
Overtime, Lack of career planning, Role
conflicts, Lack of regard for collective
agreement, Disparity between skill of worker
and job responsibility
Various sources of grievance

 Grievance resulting from working

conditions include:
– Poor safety and bad physical conditions
– Unavailability of tools and proper machinery
– Negative approach to discipline
– Unrealistic targets
Various sources of grievance

 Grievance resulting from inter-personal factors

include
– Poor relationships with team members
– Autocratic leadership style of superiors
– Poor relations with seniors
– Conflict with peers and colleagues
Compliance Vs Grievance

 It is necessary to distinguish a complaint from grievance. A

complaint is an indication of employee dissatisfaction that has not
been submitted in written. On the other hand, a grievance is a
complaint that has been put in writing and made formal.
 Grievances are symptoms of conflicts in industry. Therefore,
management should be concerned with both complaints and
grievances, because both may be important indicators of potential
problems within the workforce.
 Without a grievance procedure, management may be unable to
respond to employee concerns since managers are unaware of
them. Therefore, a formal grievance procedure is a valuable
communication tool for the organization
Grievance Procedures

 Steps includes:
A. Preliminary Discussion
B. Complaint fight formally in written to
supervisor
C. Union Interference
D. Management Body/Board
E. Legal Proceedings
Discipline

 Discipline means state of employee self-control/obeying

rules and regulation for the betterment of the
organization
 Discipline is the observance of principles, rules or any
other laid down procedures, practices, written or
otherwise in the organization by the employees to whom
these apply, for smooth and effective functioning of the
organization.
 Maintenance of discipline in an organization is of
paramount importance for smooth running and survival.
Disciplinary Action

 Disciplinary actions are actions [penalties]

taken by the management intentionally
against employee’s wrong behavior .i.e.
when company’s rule is violated.
 It is taken to ensure consistency of
employee’s behavior company’s rule.
 Helps both management and employees.
Discipline

 Discipline is the key to success. Theodore Roosevelt

has said “With self-discipline almost everything is
possible”.
 Self discipline makes employee realize what is required
at work. Discipline can be positively related to
performance. It is the bridge between goals and
accomplishments.
 Effective discipline should be aimed at the behavior,
and not at the employee personality. This is because
the reason for discipline is to improve performance
rather than punishing the employee.
Disciplinary Action Process

Step1. Organizational Goal

Step 2. Establish Rules
Step 3. Communicate Rules
Step 4. Observe performance and compare
with rules
Step 5. Take appropriate disciplinary action:
But, managers are not taking the appropriate
disciplinary action because of fear, loss of
friendship, loss of temper, guilty, …
Approach to Disciplinary Action

 The Hot Stove Rule:

– Immediate action
– Warning
– Constant punishment
– Burns impersonally
 Progressive Disciplinary Action
– Punishment based on the severity of the violation such as oral
warning or written or others.
 Disciplinary Action without Punishment
– Rules will be written explicitly and oriented to each and every
worker.
Recommended Disciplinary Procedure

 Give copy of Company rule to each and

every one
 Take disciplinary action after full
investigation
 Provide explanation
 Before Sevier action is taken, first oral or
written warning should be given.
5.3 Working Environment

 Work environment is more than just a desk, a

chair and a computer. At least, it should be! But,
what makes for a comfortable, inspiring and
appropriate work environment? Even in
factories and other "non-office" environments,
there are things that can be done to create an
inviting and invigorating environment. Let's look
at some easy suggestions that can turn a "blah"
workplace into something spectacular...
Cont’d

 Don't overlook the power of plants. Plants are

one way to add livability, hominess and improve
the quality of air in your work environment.
There have also been studies done showing
that in environments with poor air quality and
new buildings, an abundance of plants actually
makes the air healthier and the environment
more conducive to creativity and productivity.
Cont’d

 Lighting, adequate windows, and air

circulation are other elements that add to the
quality of a workplace environment. There's
nothing like fluorescent lighting to sap the
energy and pleasantness out of a room. Desk
lighting, access to day light and good air
circulation (which includes adequate heating
and cooling) make a huge difference in creating
a good atmosphere.
Cont’d

 Décor is often overlooked, but nice, clean carpets and

furniture, framed artwork, decent supplies that aren't
broken or battered and plenty of space for meeting and
taking a break also contribute to overall workplace
comfort. It's amazing what a little updating-replacing
worn and outdating carpeting, changing the window
blinds or curtains, etc. can do to invigorate a workforce.
Not to mention, a fresh coat of paint, an inviting
reception or break room, and a regularly cleaned and
maintained environment!
Cont’d

 In the modern world of cubicles and open

spaces, the importance of privacy and quiet
nooks can be overlooked. Workers are happier
and are likely to feel respected and appreciated
when they have private, adequate workspace
and can "get away" occasionally during the day.
Accommodating the need for privacy and
individual expression are incredibly important-
especially if the work environment is otherwise
very open and "shared."
Cont’d

 Finally, adequate supplies and working equipment

are very important. Often stated as one of the chief
complaints of employees are inadequate supplies,
poorly-working equipment and the lack of sufficient
resources to actually accomplish the necessary
elements of their jobs. This means creating an
environment that adequately supports the company's
operations-paying attention to machinery, equipment,
and support systems that make it possible for
individuals to feel productive and efficient